Introduction
Organisations rely on processes to carry out their business. Processes can be large or small, from
registering 5000 new students to booking a meeting.
When presented with an overburdened or inefficient process its tempting to throw more resource at
the problem; be that staff time or investment in new systems. Carrying out a business process review
(BPR) enables organisations to review their processes with the aim of running their businesses more
efficiently and effectively.
A business process review should deliver an understanding of how a process is currently performed,
the technology/systems that support the process and the people involved. A review should also help
to highlight problem areas and opportunities for change. Put simply, what are you trying to do? how
are you doing it? what does and doesnt work? how it might be done better?
Several successful business process reviews have already taken place in CiCS. To assist others in
carrying out smaller process reviews we have created the BPRLite Toolkit. This toolkit contains
guidance and templates suitable for smaller, informal process reviews.
It is designed for CiCS use but will be very easily modified for use elsewhere.
Process
The following documents support the process:
BPRLite Process and Guidance (this document)
Template - BPRLite Proposal and Definition
Template - BPRLite Report
Template - BPRLite Proposals for Change
Note: It is recommended that the templates are used so that all the essential information is captured in
a format that is familiar to those approving, carrying out and acting upon business process reviews.
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set expectations and to agree on a piece of work that can realistically be undertaken with the
resources available.
It may be that this stage will focus on a process that has already generated complaints or one that has
known efficiency issues. If it is unclear initially where improvements need to be made, a high-level
review of a number of processes could be undertaken followed by a prioritisation exercise to decide
the scope of a more detailed review.
The following key questions can help in deciding the scope of the review:
What are the drivers for change? E.g. To improve service levels, to comply with changes in
legislation, to increase efficiency?
Which process/processes will be considered and why?
What resources are available for the review?
What is the timescale? When do we need to see results of the review?
Who are the key stakeholders?
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5. Deliver Report
The reviewers deliver the BPRLite Report and and BPRLite Proposals for Change to the sponsor.
The reviewers role is effectively concluded at this point; however they may be called upon to discuss
the report and/or proposals for change.
The sponsor will discuss potential actions with stakeholders. The actions identified in the BPRLite
Proposals for Change document should form the basis of this discussion.
6. Implementation
The sponsor and stakeholders put agreed actions into effect using existing processes. For example,
revising processes within teams, purchase of new equipment, proposals to SSB, Projects Lite,
Projects etc.
Support
See the Business Process Review and Improvement page on the CiCS website for information about
BPR, and this toolkit.
Darren Stevens (d.stevens@sheffield.ac.uk) in the Programme and Project Unit and Chris Willis
(c.willis@sheffield.ac.uk) in CSaC can provide support to staff carrying out a business process review
and are also happy to receive suggestions for improvements to the BPR&I and BPRLite toolkits,
procedures and supporting materials.
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Appendix A Tools
This section provides suggestions for the tools that you might wish to use in carrying out the review.
There is more information on these tools in the Introduction to Business Process Review and
Improvement document available from the Business Process Review and Improvement page on the
CiCS website.
Interviews
Interviews are a valuable, but unstructured, tool for understanding the process and identifying problem
areas and risks. It is recommended that interviews are carried out in pairs. It is important to respect
the confidentiality of those being interviewed. If you record interviews then you should seek consent of
the person being recorded.
Transcripts are likely to be lengthy and so it is recommended that they be included as appendices and
not in the main body of the report.
SWOT analysis
SWOT analysis is a useful tool for reviewing interview transcripts and teasing out strengths,
weaknesses, opportunities and threats.
It may be appropriate to do this as a brainstorm amongst stakeholders.
RACI analysis
RACI analysis (responsible, accountable, consulted, informed) is particularly useful in identifying
problems relating to information flow and ownership. If you are finding it difficult to complete then refer
to detailed process maps.
BPRLite Process and Guidance.doc: 6-Mar-12
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Where you are unable to identify a role at a stage in a process then this is likely to indicate a potential
area for improvement.
PESTLE analysis
This tool is helpful in understanding the environment that a process operates within rather than
analysing the process itself. However it can then be used to inform the SWOT analysis.
Five Whys
A tool that helps you understand the reasoning behind a process or a function. For example, challenge
why a step is necessary in a process until you are satisfied with the answer.
Other tools
This is just a summary of commonly used tools that support business process reviews. Many other
tools (both modeling aids and software packages) exist to help with business process reviews. It is
recommended that before investing significant time in a new tool you should be clear about what you
want to get out of it.
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